The first rule of coaching Agile teams is that the team knows best. Allow the team to solve its own problems. Let them learn through failure. But where is the line? Do we allow them to do anything? If that’s the case, then how do you challenge them to get better? It’s time to stop compromising our own values in the name of self-organization. In order to help teams improve, we have to be willing to give direct feedback and challenge decisions when appropriate. But sometimes in our zeal to push people to the next level, we cross the line and push too hard. That’s why it is important to be prepared with a strategy for repairing the relationship ahead of time. This interactive learning session will give participants (1) insights on why it is important to understand that working from a coaching stance is not utilizing the full breath of the role as an Agile coach, (2) a pattern for designing an alliance with teams that creates the container for a strong partnership, and (3) strategies to repair the coaching relationship when a breach happens.

1. POWER COACHING
PUSHING THE BOUNDARIES TO BUILD BETTER TEAMS

2. CHERIE SILAS, ENTERPRISE AGILE COACH
My Mission: To leave
you better than I found
you with each encounter

3. ALLISON POLLARD, ENTERPRISE AGILE
COACH
My passion is helping
people discover their agile
instincts and develop their
coaching abilities.

4. OBJECTIVES
• Identify two coaching anti-patterns
• Embrace the power of challenging teams
• Repair techniques to get coaching back on track
• A pattern to design an alliance for strong partnership
Why we chose this topic
9:40

5. THE SCENARIO
You are coaching a scrum team who is doing sprint
planning.
You notice that they are pulling in way more work than they
are likely to complete.
Lets talk about anti-patterns…

6. COACHING ANTI-PATTERNS
Colluding
To come to a secret understanding that has a harmful purpose; conspire
How does the colluder respond?
9:42

7. COLLUDING
• Recognize dysfunctional behaviors and say nothing
• Enable weak commitments and actions
• Remain silent when you should speak up
• Act as the go between in conflict situations
• Enable anti-patterns to thrive
• Ignore the elephant in the room
Break out of the anti-pattern…
9:45

8. ANOTHER LEVEL … DIRECT COMMUNICATION
• Be willing to give direct feedback
• Use impact feedback
• Address problems and concerns directly
• Call out the elephant in the room
• Say what you see, hear, feel, observe (AWGO)
• Be a mirror for the team to see itself
• Reflect when actions and words don’t line up
Break out of the anti-pattern…
9:48

9. ANOTHER LEVEL … CHALLENGE TEAMS
• Notice going around a problem
• Challenge limiting beliefs
• Play devil’s advocate
• Challenge “the way we’ve always done it”
• Address the elephant in the room
• Challenge weak or status quo improvement items
• Confront ”victim” behaviors and perspectives
Another anti-pattern…
9:50

10. COACHING ANTI-PATTERNS
Scrum Police
How does the Scrum Police respond?

11. POLICING
• Use agile as a whipping stick
• Enforcing the rule-book
• Focusing on outputs
• Managing – not serving the team
• Dictating actions
• Always the expert
• “That’s not agile”
Break out of the anti-pattern…

12. A BETTER WAY … EMPOWER TEAMS
• The team knows best
• Allow the team to solve its own problems.
• Let them learn through success and failure
• Talk about outcomes not outputs
• Help them understand the why
• Encourage experimentation
• Facilitate from the back of the room
Anti-Pattern Mingle…
9:55

13. ANTI-PATTERN MINGLE
When have I been the colluder?
When have I been the scrum police?
10:00
3 minute time box

14. Low Challenge
Low Support
High Challenge
Low Support
Low Challenge
High Support
High Challenge
High Support
Support
Challenge
Sometimes we mess up…
10:05

15. REPAIR BID
Be prepared with a strategy to get the coaching back on track
Statement or action that de-escalates negativity
Can be a gesture, look, joke, question, touch, expression, etc.
Repair Bids …

16. REPAIR BIDS
• Which feel natural?
• Which wouldn’t work with me?
• What keeps me from making repair
bids?
Designed Alliance …10:15
5 minute time box

17. DESIGNED ALLIANCE - THE COACHING AGREEMENT
• Creates environment for powerful coaching
• Brings clarity to the partnership
• Defines boundaries and expectations
• Creates psychological safety
• Outlines focus and desired outcomes
STORMMES…
10:20

18. A PATTERN – S T O R M M E S
S - Subject
T - Time
O - Outcomes
R – Roles
M – Measures
M – Motivation
E – Environment
S - Start
How can you use this?
10:28

19. How will you use what you learned?
10:34

20. CONTACT INFO
Allison Pollard
• @allison_pollard
• Allison.Pollard@improving.com
Cherie Silas
• @pastorcherie
• coachcherie@att.net
10:35